Open Access
H. Fathima
Anwar Basha G
- Assistant Professor Department of Commerce and Computer Applications, K.S. Rangasamy College of Arts and Science, Thokkavadi, Tiruchengode Tamil Nadu India
- Assistant Professor Department of Commerce and Computer Applications, K.S.R. Arts and Science College for Women, K.S.R. Kalvi Nagar, Thokkavadi, Tiruchengode Tamil Nadu India
Abstract
Employee engagement is a topic of enormous interest to both management practitioners and academicians alike as building an engaged employee base is the biggest differentiator for businesses. In India, employment numbers in industry and services is expected to grow from 223 M in 2010 to 319 M by 2020 as per the India Economic Survey. A person needs to be motivated to go beyond his/her brier and ‘step up’. To get to that stage, it becomes important to look at aspects of work that tells us how someone experiences her or his work and be engaged in work rather than look only at job satisfaction. Such experiences that drive an employee to be engaged have become really important for organizations to retain talent in a highly competitive world where there is a ‘war for talent’. Employees play an important role in enhancing the growth and profitability of organizations. The phenomenon of employee engagement has been attracting attention of both academicians and practitioners. Previous studies reported that an engaged employee increases self as well as organizational performance. The objective of the study was to understand the construct of employee engagement and examine its relationship with core self-evaluations, organizational culture, job satisfaction, and employee retention and test the proposed framework among software professionals in India. The four constructs were measured through adapted scale namely employee engagement, job satisfaction, organizational culture, and employee retention, besides an existing scale for core self- evaluations. Initially, literature helped in identification of factors used in previous research. Subsequently, expert panel shortlisted factors on the four constructs for their applicability on software professionals. Later, data were collected from 410 respondents representing three information technology companies from large, medium, and small capital category. Exploratory factor analysis was adopted to identify a number of factors in each construct and confirmatory factor analysis to verify the measurement model for each construct. All the scales were examined for their reliability and validity. The relationship among variables was tested through the second order structured equation modeling. All the hypotheses were accepted except one that no significant relationship exists between core self-evaluations and satisfaction. The study concluded that core self- evaluations and organizational culture construct has significant relationship with employee engagement and employee retention. Additionally, employee engagement mediates the relationship between organizational culture and job satisfaction among software professionals in India.
Keywords: Culture, employee, engagement organization, retention
[This article belongs to NOLEGEIN Journal of Performance Management & Retention Strategies(njpmrs)]
Browse Figures
References
1. Abraham, Susan. Job satisfaction as an antecedent to employee engagement. SIES Journal of Management. Sep 2012; 8: 27–36.
2. Adenugba Adebimpe A, Oteyowo Odunayo. Job insecurity in selected banks in Ibadan Southwest Nigeria. Mediterranean Journal of Social Sciences. May 2012; 3(2).
3. Agyemang, Collins Badu, Ofei, Samuel Batchison. Employee work engagement and organizational commitment: A comparative study of private and public sector organizations in Ghana. European Journal of Business and Innovation Research. 2013; 1(4): 20–33.
4. Akpan CP. 2013. Job security and job satisfaction as determinants of organizational commitment among university teachers in Cross River State, Nigeria. British Journal of Education. Dec 2013; 1(2): 82–93.
5. Awadhi. Karyawan Galau, Nasabah Selingkuh. Info bank No 418, January 2014; 35.
6. Balakrishnan C, Masthan D, Chandra V. Employee retention through employee engagement—A study at an Indian International Airport. International Journal of Business and Management Invention. 2013.
7. Benjamin Olabimitan A, Ilevbare Femi M, Alausa Waheed M. Perceived job insecurity, sex and age as predictors of turnover intentions among employees of merged banks. Asian Journal of Business and Management Sciences. 2012; 2(6): 69–79.
8. Bhatla Neeta. To study the employee engagement practices and its effect on employee performance with special reference to ICICI and HDFC Bank in Lucknow. International Journal of Scientific & Engineering Research. 2011; 2(8):
9. Butali, Namasaka David; Laura Catherine. 2013.
10. Allahyari, Meysam and Yarahmadi, Hamidreza.2013.Workplace Bullying and Turnover Intentions among Iranian Employees. International Journal of Research in Organizational Behavior and Human Resource Management. Vol. 1, No. 1, 2013, pp. 12–23.
11. Hussain IA, Yunus N, Ishak N.A. & Daud N. 2013.The Influence of Intention to Leave Towards Employee Engagement among Young Bankers in Malaysia International Journal of Business and Management; Vol. 8, No. 14; 2013 ISSN 1833-3850 E-ISSN 1833-8119 Published by Canadian Center of Science and Education.
12. Nurita Juhdi, Fatimah Pawan, Ram Milah Kaur Hans ram. 2013. HR practices and turnover intention: the mediating roles of organizational commitment and organizational engagement in a selected region in Malaysia. The International Journal of Human Resource Management, 2013 Vol. 24, No. 15, 3002–3019,
13. Kaifi A.Belal, Noori A. Selaiman (2011), Organizational Behavior: A Study on Managers, Employees, and Teams, Journal of Management Policy and Practice vol. 12 (1) 2011.
14. Khan, Farah and Ali, Uzma. 2013. A Cross-Cultural Study: Work Stress as Mediator between Job Satisfaction and Intention to Quit International Journal of Business and Social Science Vol. 4 No.9; August 2013.
15. Katie Truss, Angela Baron, Doug Crawford, Tom Deben ham, Mike Emmett, Stephen Harding, Matthew Longman, Eti Murray, Peter Totter dill. 2013.
16. Job Design And Employee Engagement. http://www.engageforsuccess.org/wpcontent/uploads/ 2013/05/Job-Design-and-Employee-Engagement.pdf.
17. Makhbul, Zafir Mohd and Rashid, Mohd Radzuan, Fazilah Mohammad Hassan, 2011. The Correlation Analysis Proved That The Intention To Quit Among The Workers. Journal of Global Management Volume 1. Number 1. Mani, Vijaya. 2011.
18. Analysis of Employee Engagement and its Predictors. International Journal of Human Resource Studies ISSN 2162-3058 2011.
19. Mangi, Riaz Ahmed, Jalbani Amanat Ali. 2013. Mediation of Work Engagement between Emotional Exhaustion, Cynicism and Turnover Intentions. International Journal of Management Sciences and Business Research, 2013, ISSN (2226–8235).
20. Markey, Ray; Ravenswood, Katherine; and Webber, Don J. 2012. The impact of the quality of the work environment on employees‟ intention to quit. Economics Working Paper Series 1220 (2012).
21. Peryyer C, Jordan C, Firns I, Travaglione A. (2010), Predicting Turnover Intentions, Management Research Review, 33, 9, 911–923.
22. Presti, Alessandro Lo; Nonnis, Marcello. 2012. Moderated Effects Of Job Insecurity On Work Engagement And Distress. TPM Vol. 19, No. 2, June 2012–97-113–doi:10.4473/TPM19.2.3–© 2012 Cises
23. Available at: http://economy.okezone.com/read/2013/05/12/279/80562.
| Volume | 4 |
| Issue | 2 |
| Received | December 17, 2021 |
| Accepted | December 22, 2021 |
| Published | January 22, 2023 |